Implementation tips for mental health first aid training

Mental Health First Aid (MHFA) training is a powerful tool for creating a more supportive and resilient workplace. But to make a real impact, it needs to be implemented properly.

Simply sending a few employees on a course isn’t enough – MHFA should be embedded into your workplace culture, with clear structures and ongoing support. From choosing the right training provider to tracking its effectiveness, every step matters.

In this article, we’ll share practical tips to help you integrate MHFA training successfully, ensuring it delivers real benefits for both employees and your business.

Setting the foundation for MHFA training

There are 3 main foundational pillars to establish before you embark on any MHFA training: an audit of your workplace needs, management support, and alignment with other company policies and procedures.

This ensures that your MHFA training isn’t:

  • A ‘tick in the box’ to meet Health and Safety requirements
  • Something that only applies to employees, not management
  • One standalone session without any further follow-up
  • An off-the-shelf product that doesn’t address the specific needs of your organisation
  • A responsibility that’s passed off to trained mental health first aiders, with no further training or support
  • Seen as something that ‘solves’ mental health issues without expecting any further education into the nuances of the topic

A full commitment to developing a psychologically safe work environment begins with these 3 actions:

Step 1: Assess workplace needs

This means carrying out an internal mental health risk assessment – just as you do for physical threats to employee health and safety.

You need to identify potential mental health risks – the Health and Safety Executive has a useful framework to follow for this stage. Then you need to evaluate the impact of these risks and consider what you can do to mitigate them.

Bear in mind that different workplaces will have different types of risk. For example, in the construction industry, the likelihood of employees having or witnessing serious injury at work is much higher than in an office-based business. In this case, you have the option to add Trauma Risk Management and Trauma Prepared courses as part of mitigating the impact of unavoidable mental health risks.

Step 2: Get leadership buy-in

Even general discussions about mental health issues put people in a place of vulnerability. It’s crucial that your leadership team is fully onboard and supports full implementation of MHFA training.

We all know that the only way to ensure proper funding and prioritisation of any new initiative is through management support.

It’s also the only way that your people feel that their mental health is important to the organisation – and not seen as just another annoying Health and Safety issue to meet.

Step 3: Align mental health training with company policies

Positive mental health changes can’t become embedded into your workplace culture unless they’re fully integrated into existing health, safety and wellness initiatives.

Consider how new knowledge, skills and expectations from MHFA training can be woven into your current policies and procedures.

How to roll out MHFA training with success

You want to avoid the common problems of MHFA training and make the most of your investment. This can feel overwhelming, particularly if this is a new venture for your organisation.

We’ve summarised the key things you need to do to really maximise the positive impact of your MHFA training—it’s often truly transformational!

Here are our 5 steps to success:

1. Choose the right MHFA training provider

With continued discussions around making MHFA training mandatory, a lot of new providers are popping up – many more focused on profit than real impact. But MHFA training isn’t just a tick-box exercise, it’s one piece of a much bigger approach to workplace mental health.

MHFA training courses are officially accredited by MHFA England. It should go without saying that your first step is to check that your provider is registered with them.

But to truly develop a psychologically safe workplace environment, you need an expert partner like Resilient People, who can help you build a strategy that goes beyond MHFA.

Our service doesn't just cover crisis response – we help you build the holistic, company-specific solutions you need to really support the well-being and good mental health of your people.

This includes support with mental health risk assessments, policy writing, ongoing support for your mental health first aiders and management, and other types of mental health training courses.

2. Identify and train the right people

Selecting the right individuals as Mental Health First Aid (MHFA) officers is crucial for fostering a supportive workplace environment.

Choose employees from various departments to ensure a broad understanding of different roles and challenges within your organisation. Diversity among MHFA officers enhances their ability to address a wide range of employee needs and promotes accessibility.

By implementing a diverse MHFA team, organisations can create a more inclusive and supportive atmosphere, encouraging employees to seek help when needed.

3. Embed MHFA into workplace culture

Making Mental Health First Aid a lasting part of your workplace culture takes ongoing effort. Here’s how to keep it effective and sustainable:

Promote awareness with internal communications and campaigns

Regularly highlight mental health issues and the role of MHFA officers through emails, posters, team meetings, and awareness events. This keeps mental health support visible and accessible for all employees.

Offer refresher training to keep skills up to date

Mental health best practices evolve, and refresher training ensures MHFA officers stay confident in their knowledge and abilities. It also reinforces their role within the company.

Recognise and support MHFA officers to avoid burnout

Being an MHFA officer can be emotionally demanding. Acknowledge their contributions, check in on their well-being, and provide additional support where needed to prevent compassion fatigue or total burnout.

It’s absolutely crucial to define the role of an MHFA officer and communicate it clearly to all staff. For example, 2 am phone calls are not part of the remit.

4. Integrate MHFA into Health & Safety protocols

To make MHFA truly effective, it needs to become part of your existing health and safety processes. Here’s how to integrate it seamlessly:

Include MHFA in incident reporting

Mental health concerns should be treated with the same urgency as physical injuries. If an employee experiences a distressing event, such as workplace bullying or a traumatic incident, MHFA officers should document and escalate it just like any other workplace health and safety issue.

All staff need to be aware that this is an official role, with procedures that must be adhered to. It’s not the same as having a quiet chat with a friend. Confidentiality will be respected, and the subject of any conversations will not become staff room gossip.

But, just as importantly, MHFA officers are obliged to record and share information with other appointed people in the organisation – and this needs to be completely understood by all employees.

Establish clear support pathways

MHFA officers need clear guidelines on when and how to escalate concerns, whether to HR, occupational health, or external mental health professionals. Having a structured process in place ensures employees get the right level of support at the right time.

Gather feedback to refine the program

Regularly check in with MHFA officers and employees to see what’s working and where improvements can be made. Feedback loops help keep the programme relevant and responsive to your team’s needs.

By integrating MHFA into health and safety protocols, you reinforce the idea that mental well-being is just as important as physical health, creating a safer and more supportive workplace for everyone.

5. Measure the impact of MHFA training and adjust if necessary

To ensure MHFA training provides a return on investment and makes a real difference, it’s important to track its impact and make improvements where needed.

Start by monitoring key metrics like absenteeism rates, employee well-being survey results, and the number of reported mental health concerns. A decrease in sick days related to stress or anxiety and an increase in employees feeling supported are strong indicators of success.

Gather regular feedback from both MHFA officers and employees to understand what’s working and where additional support is needed. Use these data insights to refine your approach—whether that means offering refresher training, improving escalation processes, or increasing awareness campaigns.

By continuously evaluating and adapting your MHFA program, you can ensure it remains effective and truly supports your team’s mental health.

Make MHFA a long-term success with Resilient People

Implementing Mental Health First Aid training is just the beginning – making it a lasting part of your workplace culture takes ongoing commitment.

From selecting the right people and embedding MHFA into your health and safety policies to tracking its impact and making improvements, every step plays a role in creating a mentally healthy workplace.

At Resilient People, we don’t just provide training – we partner with you to build a long-term strategy that truly supports your employees. With expert-led courses, tailored guidance, and ongoing support, we help you create a workplace where mental health is prioritised, stigma is reduced, and employees feel safe and supported.

Let’s talk about how our tailored mental health training can support you – give us a call today.

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What’s the ROI of mental health training in the workplace?

Like all business decisions, any proposed investment in mental health training must be justified. The clearest way to do this is to look at the cost of poor mental health at a national level and see what parallels you can draw with your organisation.

Here’s the over-riding positive: Deloitte research found that for every £1 invested in mental health and wellbeing interventions in the workplace, employers get an average of £4.70 back in increased productivity.

Not a bad return! Let’s dig into the key costs of mental ill health to the workplace and see how mental health training mitigates those issues. Making things better for your employees’ mental health and better for your bottom line.

Measuring the ROI of mental health training

It’s important to consider how you’re going to measure the ROI of your mental health training before you start investing in courses and other resources. Here are some key metrics you can easily track from within your existing systems:

  • Rates of absenteeism: Monitor any changes in the frequency of sick days taken for mental health reasons before and after training.
  • Employee retention rates: Track changes in turnover rates, especially for employees who participated in the training.
  • Employee engagement: Measure improvements in employee engagement through 1:1 check-ins, surveys, productivity, and overall morale.
  • Presenteeism rates: Track engagement at work through interviews, surveys and observations of employees.
  • Healthcare costs: Compare costs for healthcare and mental health support claims (if applicable) before and after implementing the training.
  • Productivity and performance metrics: Measure any improvements in productivity, quality of work, or job performance from trained employees.
  • Direct feedback: Conduct surveys or interviews to gather feedback from employees about the effectiveness of the training and how it has impacted their work experience.
  • Customer satisfaction: Track any changes in customer satisfaction or feedback, as employees with better mental health are likely to engage more positively with clients.
  • Work-related mental health claims: Monitor the number of work-related mental health claims (e.g. stress or burnout) and track any decrease over time.
  • Employee well-being scores: Use well-being assessments (e.g., stress levels, job satisfaction) before and after the training to gauge any improvements in mental health. It’s wise to run this kind of assessment on a regular basis, so you can tackle any new issues quickly.

Understanding the costs of poor mental health at work

The most recent figures show that poor mental health costs employers £51 billion a year in the UK. This doesn’t just mean being off sick with mental ill health, but also the costs of presenteeism, burnout, and people deciding to quit because of workplace stress or unmet mental ill health needs.

Absenteeism

According to the Health and Safety Executive, there were a total of 29.6 million working days lost in 2023-24 – 16.4 million due to ‘stress, depression or anxiety.’

The cost of absenteeism is more than just paying the salary, or sick pay, of the individual. It’s:

  • Paying overtime or agency fees to make sure productivity doesn’t suffer
  • Reduced productivity, leading to delayed delivery with the knock-on effect on reputation and likelihood of repeat business
  • Strain on the remaining staff to bridge the gap of their missing colleague – reducing morale and possibly contributing to burnout or other mental ill health issues for other staff

According to other research, a third of organisations don’t know the specific cost of employee absence to their business – do you? The first step in reducing staff absence is effective monitoring and understanding the insights from those figures.

Presenteeism

When it comes to poor mental health, of that £51bn total cost, £24bn is from presenteeism – the largest contributing factor. The Deloitte report defines presenteeism as being “where people work in spite of illness and don’t perform at their full ability.”

If your employees are at work while dealing with mental ill health, it’s likely they won’t be as productive, will make more mistakes, and won’t fulfil their full potential.

It can be really difficult for managers to spot signs of presenteeism, particularly with mental ill health issues. Employees can be struggling with lower level mental ill health while continuing to work, before a cumulative crisis emerges and they need to take sick leave.

Burnout

63% of respondents experienced at least one characteristic of burnout. That includes things like feeling disconnected and distant from their job, decline in performance at work, and being exhausted.

Burnout is officially classified as an ‘occupational phenomenon’ rather than a mental illness or disorder. It takes stress to a whole new level of detachment and “can be a cause for mental ill health and could be a risk factor for developing mental health conditions such as depression or anxiety, it should be taken seriously.”

There aren’t specific statistics to illustrate the cost of burnout. But the seriousness of its consequences and the prevalence of those experiencing its characteristics require full consideration for all employers.

Employee turnover

The CIPD Resource and Talent Planning Report found that the “average cost per hire (including in-house resourcing time, advertising costs, agency or search fees)” is £2,000 for the private sector and £2,500 for the public sector. A large proportion of respondents expect recruitment costs to rise this year.

And that figure doesn’t account for any loss of productivity from having unfilled positions or onboarding and training new staff. And the practicalities of new uniforms and equipment all add up.

The Deloitte research found that people are leaving their jobs – and 59% said it was “somewhat, largely or entirely due” to mental health and well-being-related issues.

Key areas where mental health training delivers ROI

It all feels rather overwhelming, doesn’t it? Deep breath—there is a robust way to deal with many of these issues.

The psychologically healthy workplace environment created by good mental health training isn’t just good for your employees – it positively impacts your bottom line. Because it embeds the necessary language, knowledge and skills to effectively support colleagues with mental health issues.

Increased productivity

Drawing straight lines between the cost of mental health training and your rate of productivity may be a little tricky. But it’s working for the biggest, most successful global companies…

A partnership between Indeed and the University of Oxford Wellbeing Research Centre produced the ‘2024 Work Wellbeing 100’ list. They ranked 100 public companies by their levels of work wellbeing felt by their employees. A key finding is that they don’t just have happier people – they consistently outperform the market by 20%.

And this isn’t just true for global enterprises. Employees with better mental well-being tend to work more efficiently, directly enhancing productivity. Additionally, addressing mental health proactively reduces that huge barrier to productivity—presenteeism.

Reduced absenteeism and sick leave costs

Investing in mental health training equips employees with proactive stress management techniques, leading to reduced absenteeism and significant cost savings for UK businesses.

By fostering a supportive environment, such training helps managers and employees address stress before it escalates into serious health issues that necessitate time off. This proactive approach results in fewer mental health-related sick days, enhancing overall productivity.

Financially, the benefits are substantial. For example, a study conducted by Swansea and Cardiff Universities implemented a workplace intervention programme called Prevail at the Driver and Vehicle Licensing Agency (DVLA). This programme led to a 22% reduction in recorded sick days among participating staff.

The Prevail programme focused on training employees in psychological interventions and coping techniques, which not only reduced the stigma around mental health but also encouraged individuals to seek support when needed.

Enhanced employee engagement and retention

Investing in mental health training is a smart move for businesses because it helps keep employees engaged and less likely to leave. Here’s how it makes a difference:

  • Happier employees stick around: When people feel supported in managing stress and mental well-being, they’re more satisfied in their jobs. And happy employees are far less likely to leave. Smurfit Kappa UK, for example, trained 17% of its workforce in Mental Health First Aid, creating a more supportive work environment and boosting retention.
  • People feel valued, so they stay: When a company invests in mental health training, employees know their well-being matters. It’s not just a paper policy, you’re putting your money where your mouth is. This makes them feel appreciated and less likely to quit, saving you money on hiring and training new staff.
  • A better workplace culture pays off: Workplaces that prioritise mental health create more positive, open, and supportive environments. This, in turn, boosts engagement, productivity, and long-term success.

    For example, Foxtons, a London-based estate agency, recognised the need to improve its workplace culture following allegations of misconduct. By committing to mandatory respect and inclusion training, Foxtons aims to create a more supportive environment, which is expected to result in long-term benefits such as improved employee morale and reduced turnover.

By putting mental health training at the heart of workplace culture, you can improve job satisfaction, reduce costly staff turnover, and create a more engaged and productive team.

Wider business benefits

Mental health training not only supports employees but also strengthens your organisation's reputation, culture, and customer relations, culminating in substantial business advantages.

  • Boosts your brand and reputation: Companies that prioritise mental health are viewed as caring and supportive, attracting top talent and fostering loyalty among existing employees. This commitment to employee well-being helps you attract and keep top talent as word of your supportive workplace spreads among job seekers.
  • Better morale and a more inclusive workplace culture: Employees who feel supported in their mental health are more engaged and productive, leading to a positive work environment. Good mental health training equips your employees with the knowledge, skills and support that they need to express their own needs, empathise with colleagues, and support people through mental health issues.
  • Better client and customer interactions: Employees who are mentally well are more likely to provide superior service, enhancing customer satisfaction and loyalty. Studies have shown that a one-point increase in employee well-being on a 0-10 scale can lead to an average 12% increase in productivity, which includes improved customer satisfaction.

As you can see, investing in mental health training gives your business a multitude of benefits that extend beyond individual well-being and help build towards your business goals.

Investment in mental health training – it’s a smart business move

The ROI of mental health training in the workplace goes way beyond just improving well-being. It leads to a more engaged, healthier team, better retention, fewer sick days, and a boost in overall performance. When employees feel supported, businesses see real benefits in both productivity and profits.

By teaming up with Resilient People, you’re getting expert training that’s tailored to fit your company’s unique needs. Our experienced team delivers practical, evidence-based solutions to create a compassionate and mentally healthy workplace.

Investing in mental health training with Resilient People isn’t just a smart move for your bottom line—it’s an investment in your people. Give us a call to get started.

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Everything you need to know about our mental health first aid training

You’re looking for a Mental Health First Aid (MHFA) course, so you already know that quality training is essential for fostering a psychologically safe workplace. But when it comes to supporting good mental health in the workplace, a one-size-fits-all approach doesn’t work.

MHFA courses are a valuable part of your overall mental health at work strategy. But they’re designed to provide specific training, not the whole picture. That’s why it’s crucial to have an expert mental health partner who understands the unique needs of your organisation.

Here we outline the difference between having MHFA training just for designated employees and our holistic approach to your team’s mental health.

What is MHFA training?

Mental Health First Aid (MHFA) Training is an internationally accredited course that equips your employees with the tools to support colleagues facing mental health challenges. Similar to physical ‘first aiders,’ organisations then have MHFA-trained individuals to spot, and be first responders to, mental health issues at work.

Over two days, attendees learn about mental health stressors, how symptoms vary, active listening skills, and how to signpost appropriate support. Your MHFA-trained employees become key touchpoints during workplace crises.

It’s crucial to ensure your training provider follows the licensed MHFA England programme, as there are an increasing number of options on the market.

Key benefits of training your workforce in MHFA

There are several key benefits of training your workforce in MHFA, for your employees and your business.

Employees:

  • Increased understanding of mental health issues and illnesses, and their impact on well-being in the workplace
  • Confidence in recognising and supporting colleagues with mental health challenges
  • Skills in active, non-judgmental listening and effective communication
  • Access to knowledge and resources to signpost appropriate support
  • Working in a culture of empathy and support, that enhances workplace relationships

Businesses:

  • Reduced absenteeism and staff turnover because you have a psychologically safe and supportive work environment
  • Fewer staff need recovery time from serious mental ill health by intervening early enough to prevent escalation
  • Increased productivity because employees are more engaged and have consistently better morale
  • Legal compliance and an alignment with best practices for workplace mental health provision
  • Save money on presenteeism and absenteeism due to sickness – absence due to sickness cost UK employers a huge £7bn in one year.

Common problems with MHFA training

You obviously see the benefits of MHFA training, otherwise you wouldn’t be reading this!

But it’s not a complete solution in itself, there are 5 common problems with MHFA training:

1. It can be delivered as ‘one size fits all’

MHFA England training courses provide a solid overview of workplace mental health within a set two-day curriculum. However, all workplaces face unique challenges that may not be fully addressed in this standardised programme.

Without additional, tailored mental health training, there’s a risk of only achieving surface-level understanding. This could lead to unchallenged misconceptions, and/or an inability to effectively handle complex or nuanced issues.

2. People have a ‘tick the box’ attitude

Yes, you have a legal obligation to ensure the health and safety of your employees. If you treat your MHFA training as just making sure you’ve got the tick in the box, it signals to your employees that your business just pays lip service to mental health in the workplace.

Why would they take it seriously, when you see it as just another bit of statutory compliance?

Leading with this attitude means that your MHFA training investment only ever stays at a basic level of raising awareness. There’s no intent to deliver the deeper understanding necessary to reduce mental ill health stigma, change negative attitudes, or create a more inclusive workplace culture.

3. It’s often seen as one-and-done training

MHFA training is a great first step – it raises awareness and gives people the confidence to tackle tough conversations. But let’s be honest, skills from any one-off course can fade pretty quickly.

These short sessions don’t always give employees the ongoing support they need to really get to grips with mental health or feel ready to help colleagues facing longer-term challenges.

4. Lack of everyday support for mental health first aiders

It’s one thing to learn about mental health in theory, but supporting someone in distress is far more challenging. Mental health first aiders provide non-judgmental comfort during crises, but without proper support, they risk feeling overwhelmed, which can negatively impact their own mental health.

5. MHFA training is not embedded in the company culture

Training a few employees as mental health first-aiders won’t have much impact if the organisation’s culture isn’t supportive.

When management avoids mental health discussions, emotional expression is dismissed as banter, and fears of criticism silence conversations about stress or burnout, the workplace fails to nurture mental well-being. Without alignment between your environment, policies, and MHFA training, effective implementation becomes nearly impossible.

Why Resilient People’s approach to MHFA training is different

We have the expertise to support your development of a full mental health at work strategy. We’re not trying to deliver as many MFHA training courses as possible because this standalone training only has a limited impact.

We want you and your people to have the long-term support they need to really flourish. As you know, creating a psychologically safe workplace environment is complex. You need a full toolkit of the resources and skills that your specific organisation needs to manage the particular mental health challenges of your workplace.

Implementing MHFA training into your organisation

Here’s how we work as your expert partner, to help you give maximum support to your employees:

  • Initial assessment: We start by listening to what you need and conducting a comprehensive evaluation of your organisation’s unique culture and existing mental health support structures.
  • Tailored strategy development: Together, we design a customised mental health strategy that aligns with your company’s goals, addressing both prevention and response.
  • Leadership engagement: Change starts at the top! We provide training and resources to support you, as leaders, to develop a psychologically safe workplace environment.
  • Expert training: As well as MHFA training, we provide a range of different courses that support your organisation’s particular challenges.
  • Ongoing employee education: You can select from a range of workshops, online mental health hubs, resources, and campaigns to promote mental health awareness and encourage self-care practices among employees.
  • Accessible support systems: We can help you implement the right tools for your employees, like employee assistance programs (EAPs), anonymous helplines, or onsite mental health advisors.
  • Continuous monitoring and feedback: We don’t just dive in, deliver training and leave you to it. We’re also here to support you with regular assessment of your mental health strategy's effectiveness. As your needs evolve, we can shortcut the process of adapting to different needs.

Our aim is to develop long-term partnerships with our clients. Because we truly believe that the right support and guidance lead to sustainable mental health practices that become deeply embedded into workplace culture.

Common MHFA questions

Where can you deliver MHFA training sessions?

We will come and deliver your MHFA training course anywhere in the UK.

How much does MHFA training cost?

Our MHFA training starts at £325 per person. We offer substantial discounts for in-house courses, dependent on the numbers involved.

How often do you need to do MHFA training?

We’ll help you schedule the mental health training that best supports your mental health at work policy. Generally, we advise MHFA courses every 2-3 years, to ensure you have the most updated training. This should be accompanied by regular follow-up support for your mental health first aiders in between these full refresher courses.

Is Mental Health First Aid training statutory in the UK?

Despite a recent Private Members Bill being brought to Parliament and a lot of press on the issue, it’s not a legal requirement for employers to deliver MHFA training in the UK.

Book MHFA training and get ongoing support with Resilient People

Investing in mental health support that extends beyond MHFA training is key to fostering a resilient and thriving workforce. It’s not just about identifying issues or responding to crises but creating a proactive approach to well-being that aligns with your business goals and works for your people.

At Resilient People, we’re specialists. We can definitely lead MHFA training for you. But we can also help you design a whole mental health strategy that’s driven by your organisation’s unique challenges.

You don’t have to figure this out alone. Get in touch today to discuss the best options for your people.

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How to deal with an employee’s mental health crisis at work

You already have robust health and safety plans in place to deal with a variety of possible crises in your workplace. They’re so ingrained it’s second nature now:

  • If the fire alarm goes off, everyone knows how to get out and where to muster to wait for the fire service
  • If someone collapses, your trained first aiders know what to do until the paramedics arrive

So, why aren’t we dealing with mental health crises in the same way? Well, the key differences are that mental health crisis preparation is comparatively new and the subject matter is, generally, uncomfortable.

Dealing with a mental health crisis requires well-trained soft skills and up-to-date information to create an action plan that’s fully understood by all staff and gives clear direction. Many workplaces simply haven’t had the right training or support to do this effectively.

But if you’re ready to learn how to respond to a mental health crisis in the workplace, we’re here to help. This blog post provides you with a brilliant starting point for you to discuss, create and share the right mental health crisis strategy for your organisation.

Read on for our 5-step framework for dealing with a mental health crisis, including immediate actions and follow-up support.

What is a ‘mental health crisis’?

Mental health charity Mind defines a mental health crisis for an individual as ‘when you feel at breaking point and you need urgent help.’ And sometimes that crisis point happens at work.

Prior preparation and training mean that mental health crises in your workplace can be handled in the best way possible for everyone.

There are different reasons why people have mental health crises, such as:

  • Bereavement
  • Experiencing or witnessing a traumatic event
  • Burnout caused by workplace stress
  • Mental illness symptoms, such as PTSD being triggered, or severe depression
  • Domestic abuse
  • End of a relationship
  • Substance abuse or addiction
  • Financial pressure
  • Sometimes it's the cumulation of multiple factors over a period of time, with no clearly definable ‘thing’ in the moment.

Mental health crises don’t all look the same. People will present with different behaviours that need particular types of support at the point of crisis. The key for you as a manager – and for line managers – is to start from a place of knowing your employees.

You can’t identify behaviour that’s out of character, if you don’t know how they normally act at work. And this is the baseline for you to be able to recognise the subtler signs of a mental health crisis.

The likelihood that you’ll need to manage employees during a mental health crisis is quite high, according to research:

‘I’m not qualified for this!’

You’re not alone in feeling the pressure of this responsibility. Many managers feel out of their depth when developing mental health strategies – especially around the heightened risks of mental health crisis situations. Which, of course, impacts your own wellbeing.

Remember: You’re not a firefighter, paramedic or police officer but you know what to do if there’s a fire, accident or crime at your workplace – and so do your staff.

It’s the same principle, based on the same H&S law, when it comes to mental health crises. You’re not expected to be a mental health professional. You’re not giving a diagnosis or expected to solve the whole problem. Your responsibility is to keep everyone safe in the moment and initiate the next steps.

This 5-step guide is useful if you’re in a mental health crisis situation in your workplace before you’ve had internal discussions. It’s also a good framework to use as you put your mental health crisis at work plan in place. And we’re here for any other training or support you need.

Step 1: Recognise the signs of a mental health crisis

Someone may have been on your radar for a while with worries about mental ill health, and a mental health crisis isn’t completely unexpected. Other employees may find themselves at a crisis point that seems totally out of the blue to everyone around them.

In the moment of crisis, the how and why don’t matter, just how you can best support that person to step out of crisis mode.

The signs of a mental health crisis aren’t the same for every person. But they include a variety of different behaviours, including:

  • Obvious physical distress – crying, upset, shaking
  • Extreme anxiousness – like panic attacks or flashbacks
  • Extreme withdrawal – sometimes to the point of being completely shut down to any communication
  • Self-harm, or threats of self-harm
  • Suicidal thoughts and/or plans
  • Mania – including heightened activity, psychosis, hallucinations, extreme paranoia, loss of connection to reality

When should you intervene?

You need to step in when there are any signs of visible stress or disruption to other employees, and if their behaviour puts themself or others at risk.

Step 2: Take immediate action to support employee mental health

But what should that intervention look like? No one wants to make a difficult, distressing situation any worse – and you won’t.

  • Stay calm and assess the situation: Take a deep breath and think ‘safety first’. Consider the physical and psychological safety of all involved.
  • Determine immediate risk: If there’s any risk of self-harm or harm to others, escalate to HR or emergency services.
  • Use active listening and empathy: Avoid judgmental language and demonstrate to the person in crisis that you understand their distress. Use the words they’re saying and frame comments in a supportive way. Phrases like ‘Stop being silly’ and ‘Calm down’ are not useful in these moments of crisis. They diminish the emotional pain and are instructions that the individual is unable to follow at this moment.
  • Find a private space: If possible, persuade the individual to come with you to a private space where you can talk one-on-one. Remove onlookers from the situation, their intentions may be to help, but no one needs an audience at this moment.
  • Ask open-ended questions: Questions like, “I’ve noticed you seem upset; do you want to talk about it?”, put the power of the conversation with the individual. This isn’t an information-gathering exercise. You’re creating a respectful, caring space for someone to regulate themselves.

Step 3: Provide initial support

You need to tailor your initial support to each individual, depending on the signs of crisis they’re exhibiting. It’s good to have a rehearsed plan for all these avenues:

Know when to escalate

If this is a severe crisis with the individual showing less common, more extreme signs of distress, you need to call for the right professional help straightaway.

For example, if someone is using an implement to hurt themselves and even threaten others, 999 is the first port of call.

Other situations may need immediate HR involvement. This is why having a plan in place is crucial, preferably before you ever have to deal with a mental health crisis in your workplace.

Encourage the person to express their needs

It’s tempting to jump straight into problem-solving mode, but you can’t assume you know the right solution. Instead, activate your listening mode and really give time and space for the individual to say what they really need at that moment.

Offer practical support

If you’re in a position to offer practical help once the person has said what they need, great! Perhaps they’ve had a bereavement and you can immediately offer some time off for them to deal with the arrangements and initial shock.

Signpost to relevant resources

Sometimes the best thing you can do is direct people to experts who can give them the help they need. This might be local support groups, crisis helplines, mental health first aiders, or EAPs.

Step 4: Manage the wider team

If you’ve invested in a full mental health strategy, then it’s likely that your workplace culture is already infused with respectful compassion for individuals in crisis.

As a manager, it’s absolutely crucial to maintain the confidentiality of any employee who confides in you during a mental health crisis. Any critical details must only be shared on a need-to-know basis.

But you also have to provide appropriate communication, if the incident has impacted team dynamics. Those close to the individual will inevitably want to know how they are, out of genuine concern. It’s important to reassure and inform within the professional boundaries of your role.

Step 5: Follow up after the mental health crisis

As part of your mental health crisis management plan, it’s important to have a strategy for following up. It’s useful to include both formal and informal requirements in this, as your organisation will want a consistent approach that doesn't change with the individuals in charge.

Include:

  • Review of workplace policies: Did the response to this incident reveal any gaps in mental health support? Learn the lessons and implement changes quickly, so you're better prepared next time.

  • Reintegration of the individual: How are you managing their return to the workplace? If they had a period of leave, can they have a phased return instead of going straight back into full-time? Was there contact with them during their absence – a ‘get well soon card’ reinforces the ‘health’ aspect and may help reduce feelings of embarrassment.

  • Regular check-ins by management: A simple ‘How are you doing?’, outside of planned reviews, can go a long way.

  • Highlight ongoing well-being practices: Things like workshops, flexible work arrangements, and specific mental health training. What are you doing now? What else might be helpful? Does everyone know about it?

Be well prepared for future mental health crises with Resilient People

Everyone needs to know what to do if there is a mental health crisis – for the individual and the rest of your employees. Resilient People will help you mitigate the risks, and lay the necessary foundation of shared knowledge, to lessen the impact of mental health crises for everyone.

Knowing what to do before an issue occurs will be best for your team and company overall. Here’s how we help:

  • Train managers and staff: Ensure the team knows how to respond to a mental health crisis.
  • Implement mental health first aid training: Equip leaders and mental health first aiders with the right knowledge and practical skills.
  • Strengthen support structures: EAPs, peer support networks, and HR policies that have compassion towards mental ill health at their heart.

Developing a mental health first aid strategy, which includes responding to mental health crises, isn’t solved with a ‘pick and mix’ of courses. We work as your mental health expert, starting by understanding your organisation and leading mental health risk assessments. Then we’re in a position to design the exact mental health support that your people will benefit from the most.

For example, one of our long-term clients is a railway company. To create their mental health strategy, we’ve been able to provide:

  • Emphasis on management training – including it as part of new manager training programs
  • Training a group of wellbeing champions to promote staff wellbeing across the organisation
  • Extensive one-to-one well-being and psychology coaching across the network, minimising the impact of traumatic events and the pressure of high-stakes roles
  • Staff access to our online resource hub.

Because that’s what works for them.

Let’s talk about what you need, to help you handle mental health crises in your workplace.

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How trauma response training can transform workplace culture

Thankfully, workplaces today are beginning to recognise the profound impact trauma can have on employees' well-being and productivity. Now that this is more commonly recognised, more companies are also taking steps to proactively address trauma.

This article explores how trauma response training can help you create a supportive, resilient culture where your team feels safe, valued, and empowered to thrive—no matter what.

TW: There are references to events that cause trauma and statistics referencing accident rates. Please take a moment to consider if this is the best time for you to read this information before you continue.

What is trauma response training?

Effective trauma response training in the workplace is essential – and it goes far beyond a quick, surface-level toolbox talk.

True trauma-informed training is delivered by experts, customised to meet the needs of your team, and makes a real impact on your workplace culture.

High-quality trauma-informed training takes the power of compassion and weaves it through your workplace to create a strong, psychologically safe environment. Your entire team learns the tools to support one another during and after traumatic events by creating:

  • A shared language to discuss hugely difficult experiences and emotions
  • Real understanding of the causes, signs and effects of trauma
  • Actionable strategies to create a more resilient and supportive work culture

During your search for trauma training, you’ll find different types of training programmes, ranging from:

Of these options, TRIM is by far the most comprehensive – and it’s what we recommend to workplaces wanting to be equipped to deal with potential employee trauma.

TRIM is a 2-day training programme designed to establish a peer-to-peer support system. There’s also a third day for managers to develop their abilities to lead trauma support with a wider lens.

TRIM training focuses on building empathy, understanding the psychological and physiological effects of trauma, and learning best practices for creating a safe and supportive environment.

Participants are taught how to handle situations with sensitivity, minimise re-traumatisation, and provide appropriate resources for further support.

When is trauma response training required? (with industry examples)

Trauma response training is essential in any workplace where employees are likely to encounter, witness, or experience distressing situations.

While it might seem most relevant to industries like healthcare or emergency services, the reality is that trauma can affect workers in virtually any field.

Whether triggered by a workplace incident, societal crises, or personal experiences, trauma impacts well-being and performance. If your workplace culture is infused with compassion and trained in trauma response, you’re always ready with vital support at the right time. For example…

Example: How trauma response training benefits the healthcare sector

Professionals in the NHS face emotionally charged situations every day – dealing with patient deaths, medical emergencies, or aggressive behaviour.

In such high-stakes environments, trauma response training helps staff manage their own emotional health while supporting colleagues through shared challenges.

A nurse who experiences verbal abuse during a shift, for instance, may need immediate peer support as well as a safe space to process the incident. Trauma response training makes sure these mechanisms are in place.

Example: How trauma response training benefits office-based employees

Even in office settings, trauma response training is valuable. Companies navigating collective challenges like layoffs, the sudden death of a colleague, or global crises benefit from a workforce prepared to offer mutual support.

For example, after a workplace accident, having employees trained in trauma response ensures those directly or indirectly affected receive the understanding and care they need.

Example: How trauma response training benefits the housing sector

It’s easy to overlook the staff that support service users in difficult circumstances to access housing. But they’re often faced with experiences that may be traumatising, like clients with illnesses or addiction.

Having comprehensive TRIM scaffolding in place means that everyone knows their regular exposure to traumatising situations is expected, acknowledged and planned for by the leaders of the housing association.

Example: How trauma response training benefits the construction industry

The construction sector in the UK is notably perilous, with a fatal injury rate 4.2 times higher than the average across all industries.

In the 2022-23 period, there were 45 fatal injuries to construction workers, with falls from height accounting for 51% of these fatalities. Additionally, between 2020 and 2023, there were 53,000 non-fatal injuries, 28% of which required more than seven days off work.

These incidents not only result in physical harm but can also cause significant psychological distress to the injured and their colleagues.

Implementing trauma response training can equip workers with the skills to support themselves and each other following such events, fostering a safer and more supportive work environment.

Example: How trauma response training benefits the railway industry

Railway employees are often exposed to traumatic incidents, including accidents and fatalities involving passengers or trespassers.

A survey conducted during the COVID-19 pandemic revealed that 41% of rail employees had experienced a traumatic event, with 74% of these incidents being work-related. 10% of all participants reported symptoms consistent with clinical post-traumatic stress disorder (PTSD), a rate over double that found in the general population.

These statistics underscore the necessity for trauma response training to help employees manage their mental health and maintain operational safety in such a dangerous work environment.

Example: How trauma response training benefits the engineering sector

While specific statistics on trauma in the engineering sector are less readily available, the industry shares similarities with construction and railways regarding exposure to hazardous environments and high-risk activities.

Employees may witness or be involved in serious accidents, equipment failures, or other critical incidents that can lead to psychological trauma. Proactively providing trauma response training in engineering can prepare employees to handle such situations effectively and reduce the long-term impact of traumatic events.

Incorporating comprehensive trauma response training in these high-risk industries is not merely a regulatory compliance measure but a crucial investment in the well-being and productivity of the workforce.

By fostering a trauma-informed workplace, all employers can mitigate the adverse effects of traumatic incidents and support their employees' mental health.

Use Resilient People for TRiM training to improve your culture

Investing in resilience through initiatives like trauma response training is critical for ensuring that individuals and teams remain strong and effective, even in demanding circumstances.
At Resilient People, we don’t just present you with a list of courses you can buy. We want to become your long-term mental health training partner, to make sure you have exactly what you need to create a psychologically safe environment in your specific organisation.

What does this look like? Well, that depends on what you tell us, but it can include:

  • Guidance on how many people should become TRIM practitioners
  • A TRIM framework to scaffold support through your organisation
  • Help creating policies to document your trauma response practice
  • Annual refresher training
  • Online and physical resources
  • Consultancy for managers dealing with complex incidents

You don’t have to know exactly what you need at the start – we’ll discuss it together. Let’s talk about the best trauma response training for your people.

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Going beyond MHFA courses to truly support employee well-being

Physical health first aid training, whether it be whole staff annual refreshers or courses for designated first aiders, is part of everyone’s CPD calendar. But that’s not all you do to keep your employees physically healthy and safe at work, is it?

As an employer, you do as much as possible to keep your employees physically safe – everything from installing accessibility ramps to toolbox talks about your latest piece of kit.

The same is true for keeping your employees psychologically safe. Mental health first aid training is only one part of a holistic approach to supporting good mental health across your organisation.

But an MHFA course doesn’t do the whole job by itself.

What else can you do to create a work environment that helps good mental health to flourish? Build on your strong MHFA training foundation with these three practical ways to support your staff’s mental well-being.

The problem with relying solely on MHFA courses

The main aim of the accredited MHFA training is to train people to spot the signs of mental ill health and to provide support. Course participants then become the mental health first aiders in their workplace. Just like your other first aiders.

Unfortunately, some organisations stop there. While it’s good practice to train mental health first aiders, there are challenges with MHFA courses if that’s the only thing your organisation relies on. Such as:

  • Standardisation: MHFA courses follow a set curriculum and give a solid grounding of mental health awareness in the workplace. But they’re not designed to address complex issues or specific mental health needs of your workplace.

  • Lack of follow-up training: Only so much can be covered in a 2-day course and if there’s no further customised training, there’s no opportunity to go under the surface of mental health issues.

  • Only ticking the box: ‘Doing MFHA’ can be seen as a compliance tick, rather than actually investing in employee well-being – missing the opportunity to effect lasting cultural change.

  • Supporting the supporters: Your mental health first aiders need to build their confidence and upkeep their skills. They also need to have a way to process their responses to the distress and crisis moments they witness.

  • Not embedding MHFA within the company culture: Your MFHA training needs to be one part of an organisation-wide mental health strategy. Policies, procedures and practices encompass everyone, from the boardroom to the contractors. Otherwise, the MFHA training will have little impact on the more nuanced issues.

It’s great that you’re considering MHFA training for your people. But it’s not a cure-all to the complexities of managing mental health issues in the workplace.

Here are 3 other ways you can construct a robust mental health strategy that really supports your employees’ well-being.

1. Ongoing mental health initiatives to support employees

Creating a workplace culture that values mental health requires consistent, proactive efforts. Here’s how ongoing initiatives can make a difference:

Regular mental health campaigns

Foster awareness and reduce stigma with year-round initiatives. Host workshops, awareness days, and speaker sessions that address mental health topics like stress management and mindfulness.

It might be useful to align with national and international mental health campaigns, like World Mental Health Day.

Keep employees informed by consistently promoting available mental health resources through emails, posters, and internal communication platforms. Ensure these efforts are engaging and highly visible to sustain their impact.

Provide accessible support

Make it easy for employees to seek help by offering counselling services, employee assistance programs (EAPs), and wellness app subscriptions. Use anonymous feedback channels to give employees a safe space to share concerns and suggest improvements.

Regularly highlight the availability of these resources to ensure employees know where to turn when they need support.

Sometimes, when you meet a mental health challenge, the biggest barrier to getting support is actually finding the right type of help. Wading through the internet’s worth of resources can be too overwhelming. So simplifying this step by curating a range of highly visible options is extremely valuable.

Flexible work options

Rigid work environments can exacerbate stress, so introducing flexibility can significantly improve mental well-being. If you can, offer adjustable work hours or remote work policies to help employees balance personal and professional demands.

Encourage managers to maintain manageable workloads and foster a culture of understanding when personal challenges arise. By empowering employees to tailor their schedules, you create a workplace where people can thrive.

2. Provide regular mental health training and updates

You need an ongoing mental health strategy that focuses on early intervention. By identifying mental ill health indicators quickly, you can get support in place before they escalate, which is better for both the individual and your business.

Advanced mental health training

Basic Mental Health First Aid (MHFA) is a strong foundation, but advanced training equips managers and teams with deeper skills to support mental health effectively.

Go beyond the basics by introducing organisation-wide workshops that teach a deeper understanding of wider mental health issues, or focus on a particularly relevant area, like trauma-informed workplace training.

Your training should be tailored to reflect the unique challenges of your workplace, sometimes even focusing on a particularly vulnerable group within your organisation.

Continuous learning

Mental health support isn’t static—it evolves with workplace dynamics, medical advancements, and societal changes. Plan ongoing education to keep employees informed about emerging mental health challenges and solutions.

Regularly update training materials to incorporate the latest research, tools, and trends. Topics such as navigating burnout in remote work, fostering inclusivity in mental health discussions, and stress management can ensure your organisation remains proactive.

Integrate continuous learning opportunities, such as webinars, discussion forums, and online courses, to keep mental health top of mind across the team.

Upskilling leaders

Leaders play a crucial role in shaping workplace culture, and equipping them with the right tools can make a profound impact. Train leadership teams to model healthy behaviours, like setting boundaries and prioritising their own mental health, to inspire employees.

Provide specialised training on creating psychologically safe environments where employees feel heard and supported. Additionally, integrate mental health considerations into leadership decision-making processes, ensuring policies and strategies actively promote employee well-being alongside hitting business targets. A well-prepared leadership team sets the tone for a mentally healthy workplace.

3. Make mental well-being an essential part of your workplace culture

Ideally, all your policies and practices are interwoven – with mental well-being, this may need some subtle layering.

If people feel like their mental health is being treated as an afterthought or an ‘extra compliance thing’, it’s unlikely that you’ll get anyone’s buy-in, no matter how good the training.

Here’s how to make your mental health strategy a fundamental part of your workplace:

Embed mental health policies

Integrating mental health into your organisation’s policies and values ensures it becomes a core part of your workplace culture. Embed mental health priorities into your company values and reflect them in performance reviews to signal their importance.

Update HR policies to include clear guidelines for supporting mental health, ensuring employees know what help is available and how to access it.

Additionally, incorporate mental health considerations into return-to-work and absence management plans, offering tailored support to employees transitioning back after a leave of absence.

These steps demonstrate a commitment to mental well-being that permeates every level of the organisation.

Foster psychological safety

Creating an environment of psychological safety encourages employees to speak openly about mental health without fear of stigma or judgment.

Promote honest conversations by normalising discussions about mental health during team meetings or through leadership-led initiatives. Ensure managers have the skills to actively listen and respond empathetically to concerns, building trust among their teams.

Recognise and reward behaviours that contribute to a supportive workplace, such as colleagues who demonstrate empathy, offer assistance, or advocate for mental health resources.

Celebrating these actions reinforces a culture where employees feel safe and valued, empowering everyone to contribute to a mentally healthy workplace.

Normalise honest conversations about mental health

When leaders and managers openly discuss mental health, they set a powerful example that encourages acceptance and reduces stigma.

By sharing their own experiences or challenges, leaders demonstrate vulnerability and authenticity, which can inspire employees to do the same. Even just hearing a manager admit to feeling stressed gives other staff licence to say the same.

Highlighting organisational initiatives, such as mental health campaigns, support programs, or success stories from employees who have benefited from available resources, reinforces the message that mental well-being is a shared priority.

A combination of these actions creates a culture of openness and trust, where discussing mental health is as routine and accepted as any other workplace topic.

Personalised mental health training with Resilient People

Going beyond MHFA training to more effectively support employees’ good mental health is a strong investment. You need to build an approach to well-being that goes beyond identifying poor mental health indicators and reacting to crises.

By investing in bespoke solutions, businesses can create a healthier, more innovative, and sustainable workforce. With Resilient People as your expert partner, you’ll get a mental health training package that’s personalised to the unique needs and challenges of your organisation.

After detailed consultations, we’ll construct tailored training that aligns your mental health initiatives with your business objectives.

Give us a call and let’s talk about how we can best support your people.

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7 ways to improve mental health in the engineering industry

Problem-solving, precision, innovation: the perfect three words to describe an engineer. Across multiple specialisms, engineers are known for their ability to tackle complex challenges and deliver results under pressure. Yet, behind the technical expertise, mental health often gets overlooked or swept under the rug.

With so many analytical brains contributing to fixing these issues, you can make a hugely positive shift by prioritising mental health as a core part of your organisation’s culture.

Let’s take a look at 7 key ways you can create a psychologically safe environment for engineers at every level.

Common mental health challenges in the engineering industry

TW: mention of suicide and self-harm. If this isn’t the right time for you to read these figures, please skip to the next section.

Why are we talking about mental health in engineering now?

Unfortunately, the prevalence of poor mental health within engineering is a growing issue. This doesn’t just affect individuals, but the growth of the entire sector. And, with 18% of the UK working population working in engineering in some capacity, we’re looking at a large, diverse and dispersed industry.

The numbers

Let’s look at the statistics first. Several mental health surveys have been completed by different professional bodies and reliable sources. It’s a sobering picture.

Hays and ‘The Engineer’ research found:

  • 63% feel moderate to extreme stress in their job
  • 25% employer doesn’t offer mental health support
  • 35% employer doesn’t offer tools to decrease stress
  • 15% experienced/are experiencing a mental health condition because of their job
  • 3 in 10 rate their own mental health as moderate to poor

Equal Engineers ‘Masculinity in Engineering research’ found:

  • 70% of respondents in their 2022 survey “felt men are expected to control their emotions, refrain from showing weakness, fear, or crying openly.”
  • 25% of men in engineering consider self-harm or suicide
  • Less than 25% felt comfortable discussing issues like depression with employers or colleagues
  • Only 50% are comfortable talking about stress with their employer
  • Over 80% experience some form of emotional or mental health issue

Chartered Association of Building Engineers (CABE) found:

  • Work-related stress was the biggest cause of poor mental health for 66%
  • 40% of people have taken time off work to recover from mental ill health in the last 5 years
  • 49% receive no support at work for mental health issues
  • 13% of people didn’t know anywhere they could access mental health support

But what specific mental health challenges are we talking about?

There are many causes of mental ill health and the combination of related symptoms will be unique to each individual. But it’s helpful to consider issues that are common to a specific group, like engineers, so that you can mitigate those risks in your organisation.

Broadly speaking, engineers often experience mental health challenges like:

Workplace stress: High workloads, tight deadlines, and complex projects can lead to significant stress and burnout. The nature of engineering work often involves solving intricate and high-stakes problems with huge pressure to avoid mistakes.
Decision fatigue is real and exhausting.

Anxiety: Engineers may experience anxiety due to performance expectations, fear of failure, or the pressure to meet safety standards.

Depression: The isolation and long hours common in some engineering roles can contribute to feelings of loneliness, fatigue, and depression.

Work-life balance issues: Long hours, extensive travel, porous boundaries, and project deadlines can make it difficult for engineers to maintain a healthy work-life balance.

Imposter syndrome: Engineers may struggle with self-doubt and fear of not being good enough, particularly in high-pressure roles or when transitioning into new areas of expertise.

Chronic fatigue: Consistent long hours, travelling across time zones, and working on demanding projects can lead to mental and physical exhaustion.

Burnout: The prolonged stress of handling multiple responsibilities and high expectations can lead to burnout, with symptoms such as a lack of motivation and diminished productivity.

Stigma around mental health: Toxic masculinity in the engineering industry contributes to individuals avoiding discussions of mental health challenges. This leads to underreporting, untreated conditions, and the continuation of unhealthy work environments.

Isolation and high-risk work environments: Engineers working on remote sites or in solitary roles may feel disconnected from their colleagues and lack social support. There’s often the added stress of working in dangerous environments. Some engineers regularly face extreme safety concerns, such as the threat of kidnap, as ‘part of the job.’

High responsibility and accountability: Engineers hold significant responsibility, especially when their work impacts safety, performance, and budgets, which can be overwhelming.

Job insecurity: Economic fluctuations, project uncertainty, or company restructuring can create stress and anxiety about job stability. Self-employed engineers have the simultaneous stresses of crunch time at the end of their current project while looking for their next job.

Of course, you want to create a psychologically safe workplace where everyone thrives and keeps your business on the road to success. Perhaps you haven’t previously considered some of these factors. But you’re probably already thinking of ways to support your engineers to tackle these challenges!

We’ve curated a list of seven ways you can improve mental health conditions for the engineers in your care – to help you, help them.

1. Mental health awareness campaigns

Employers can support mental health in engineering by raising awareness through various initiatives. Organising workshops and seminars with mental health professionals tailored to the unique challenges of engineering can provide valuable insights and lay the foundation for eliminating toxic masculinity from your culture.

Digital campaigns using internal communication channels like emails, intranet, and Slack can share resources, tips, and uplifting messages to keep mental health top of mind.

Perhaps sharing your personal stories will encourage employees to share theirs – helping to normalise these types of conversations and, ultimately, reduce stigma.

Additionally, participating in global awareness events like World Mental Health Day or hosting company-specific mental health initiatives can further promote openness and support within the workplace.

2. Mental health training

Knowledge has the power to eliminate stigma. Most organisations don’t have in-house experts to lead mental health training, but there are plenty of options from external sources.

Resilient People provides a holistic approach, which starts with listening to what you think will most benefit your people. Then we can help with things like a mental health risk assessment, specific training programmes and additional support that’s specifically designed to meet the needs of your engineers – and entire staff.

Here are some of the courses we offer:

  • Aware: To raise awareness of mental health issues for your whole staff
  • Thrive: To equip everyone with the knowledge to spot the signs of potential mental health problems and know what steps to take
  • Respond: Leadership training to give you confidence with a foundation of knowledge around mental health, well-being and psychology
  • Mental Health First Aid: 2 days accredited course to train designated mental health first aiders (similar to physical health first aiders)
  • Trauma Risk Management: This is specific training on how to handle traumatic events in the workplace.

By acknowledging there are issues and investing in their resolution, you’re showing your engineers that you understand and value their mental health. This is powerful in itself.

3. Create a supportive workplace culture

Creating a supportive workplace culture is crucial for promoting employee well-being, particularly when it comes to mental health. When employees feel valued, safe, and supported, they are more likely to thrive, leading to higher productivity, job satisfaction, and overall well-being.

You need to find the right combination of solutions for your organisation, which may include:

  • Creating psychological safety throughout your organisation ensures that team members can express concerns or seek help without fear of judgment or retaliation
  • Flexible work options, like hybrid models or flexible hours, help improve work-life balance, allowing employees to manage personal and professional responsibilities more effectively
  • Implementing buddy systems provides informal peer support, creating a sense of camaraderie and connection that can alleviate feelings of isolation
  • Recognition and gratitude play a key role in cultivating a positive atmosphere. Celebrating accomplishments publicly helps employees feel their efforts and skills are seen and appreciated

These practices not only enhance mental health but also contribute to a more engaged, resilient, and productive workforce. The ultimate key to getting this right is listening.

  • What do your engineers consider ‘supportive?’ They might have a different perspective than other members of staff.
  • Do they feel trusted to get on with their job, or is micromanagement contributing to increased workplace stress levels?
  • Are your engineers involved with work social events? Why? Or, more importantly, why not?
  • Do the male engineers feel pressure to ‘man up’ and not discuss their feelings and concerns?

There are so many different factors to consider on the ‘create a supportive work environment’ list. And you can’t do it alone.

You’re leading the charge, everyone makes the culture. So the most important thing is to find a way to listen to your engineers when they’re brave enough to share their honesty.

4. Provide access to mental health resources

Providing access to mental health resources in engineering is essential because it equips them with the tools they need to manage workplace stress and mental health issues. Most organisations don’t have in-house mental health experts.
But you can collate a selection of mental health support options, so those in need of help are relieved of that time-consuming part of seeking help.

This might look like:

  • Counselling services: Partner with mental health professionals or offer employee assistance programmes (EAPs)
  • Wellness apps: Provide subscriptions to mindfulness and mental health apps (e.g. Headspace, Calm)
  • Anonymous feedback channels: Set up platforms where employees can share concerns or ideas about workplace well-being in a safe space
  • Signposting: List local mental health organisations that offer face-to-face support and well-reputed national networks that provide similar services in a different way (like a phoneline or online chat)

5. Promote a healthy work-life balance

You need to actively promote good work-life balance to your engineers. If you don’t speak out when you see an individual going off-balance, you’re silently agreeing that work is the absolute priority.

You need to explicitly say that you don’t want to see them spending the majority of their precious time at work and things like:

  • Make sure holidays are booked and taken
  • Ensure that a ‘weekend off’ really means a weekend off
  • Set communications boundaries – don’t expect that your engineers are answering your, or clients’, emails from home
  • Expect that timely breaks are taken during the working day
  • Offer flexible working patterns where possible
  • Set a good example by modelling a healthy work-life balance yourself – leaving work at a decent hour, sharing what you do when you’re not at work, and actually taking lunch breaks!

6. Embed mental health practices into daily operations

To rectify the current mental health issues for engineers requires a nuanced approach. You need to start with an audit of where you are right now.

Listen to your engineers and respond with improvements they suggest. But to make a long-term impact, this can’t be considered a ‘one-and-done’ conversation.

To really embed good mental health theories into your organisation, you need to continually monitor and evaluate your practice. Achieving consistency and cultural change needs:

  • A clear policy that defines workplace stressors like harassment and bullying, acceptable language (including for discussing mental health issues), and sets clear expectations for staff behaviour – with consequences
  • All leadership needs to act quickly, to ensure policies are put into practice, whenever negative behaviours are displayed
  • Regularly check in with people and include their viewpoints when decision-making
  • Monitor identified areas of workplace stress to see how efficiently your mitigations are working.

7. Collaborate with other industry professionals

You can significantly impact mental health by actively collaborating with other industry professionals, like the Institute of Civil Engineers Benevolent Fund, to foster a supportive environment.

By partnering with engineering organisations, you can help develop industry-wide mental health initiatives that address common challenges and promote well-being across the field.

Additionally, hosting or attending conferences offers an opportunity to exchange best practices, gain insights from peers, and stay informed about the latest strategies for supporting mental health. These collaborative efforts not only enhance individual well-being but also contribute to creating a more compassionate engineering community.

Let’s improve the mental health of your engineers together

In an industry where resilience is key, ensuring mental health support should be just as integral as any technical tool or safety procedure. It takes more than just a one-off training session; it requires an ongoing commitment to change the norms and attitudes surrounding mental health.

As leaders within the industry, it is crucial to set a strong example when it comes to talking openly about stress, well-being, and mental health in the workplace. By normalising these conversations and establishing non-judgemental, open lines of communication, you can begin to dismantle the stereotypes and workplace attitudes that often leave engineers feeling unsupported.

But you also need experts in the field to deliver the right mental health training for your circumstances. Give us a call today and we’ll get started, together.

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What to do if your employee is experiencing burnout

Even though burnout is a common experience for many people, it’s only recently been defined as a concept. This is great news because it removes its misdiagnoses as anxiety, depression, and mental health breakdowns.

For you as a manager, burnout should be easier to discuss compared to other mental health issues because it’s less stigmatised.

Let’s get into what burnout means, the signs employees might be suffering burnout, and how to provide effective support.

What is ‘burnout’?

The World Health Organisation defines burnout as “an occupational phenomenon…not classified as a medical condition”.

Burnout is a syndrome resulting from chronic workplace stress that has not been managed successfully. It is characterised by three things:

  1. Feelings of exhaustion
  2. An increased mental distance and negativity towards work
  3. Reduced professional efficacy

Burnout is often confused with mental illnesses like anxiety and depression because they may cause similar feelings and symptoms. However, burnout is specifically related to the workplace and is not considered a mental illness.

In contrast, depression and anxiety have varying causes, pervade all areas of life, and need professional treatment. It’s worth bearing in mind that individuals can be suffering from burnout and mental illness simultaneously.

Look for these common signs of burnout in employees

Employees may exhibit some or all of these common signs of burnout. It’s important for you to be aware of these signs, so you can recognise when employees need support.

Decreased productivity

The usual level of performance takes a nosedive, with employees struggling to complete previously manageable tasks and meet deadlines.

Chronic fatigue

Constant tiredness is a hallmark sign of burnout. Even after a full night’s sleep, someone suffering from burnout is always tired. To you, this may come across as sluggish energy or disinterest in their work.

Emotional detachment

Another telltale sign of burnout is a withdrawal from the social aspects of work. Employees may be less willing to involve themselves in conversations with colleagues, are increasingly reserved in teamwork activities and simply don’t attend work social events.

This is because burnout can result in feelings of emotional detachment from all areas of work, even from people they’ve been close to.

Irritability and mood swings

When you know people well, it’s easy to pick up on when their moods are substantially different to their usual demeanour. People with burnout often exhibit frequent mood changes, are more easily frustrated, or are unusually short-tempered.

Decreased creativity and problem-solving ability

Burnout hampers both decision-making and creative thinking. Look out for employees who are struggling to apply their usual creativity and make a decision on work problems.

Increased absenteeism

Watch out for more frequent sick days, especially if it becomes a recognisable pattern. People with burnout often hope a short break will make things better and take time off in an attempt to ‘sort themselves out’.

Physical Symptoms

Our bodies and minds are one whole unit of being. Many people are surprised to learn that burnout can have physical symptoms like headaches, gastrointestinal issues, increased susceptibility to germs because of a weakened immune system, and the consequences of sleep deprivation.

Pay attention to staff that mention assorted ailments that increase in volume over a period of time. Physical and mental health are inextricably linked, so we need to consider employees holistically.

Lack of motivation

It’s likely that you’ll see employees lose their previous enthusiasm for work, possibly to the point where the motivation for even the most routine tasks disappears. This symptom can be misinterpreted as laziness and care needs to be taken to discuss it with compassion. Burnt-out employees are not deliberately trying to shirk their work onto someone else.

Cynicism or negative attitude

Someone who’s burnt out may express this through a generally negative attitude or cynical comments towards their specific job, their colleagues, management, or the organisation as a whole.

Feelings of inadequacy

Burnt-out employees may lose self-confidence in their work and abilities. They can continually feel that, regardless of the amount of effort they put in, they’re not achieving anything worthwhile.

How to support burnt-out employees as a manager

As a manager, your response to burnt-out employees needs to operate on two levels:

1. Immediate actions against burnout

If burnout triggers an incident at work, you need to be able to provide immediate support.

For example, an employee abandons their work and comes to you to express their difficulties. What are you going to do and say in the moment? It’s important to think this through and discuss it with senior leaders, hopefully, before it ever happens.

Consider what this person needs from you in this vulnerable position of exposing their difficulties. Firstly, they need to feel heard by someone who’s not sitting in judgement.

Secondly, they need reassurance that they don’t have to tackle this workplace burnout alone. That you’ll help them and there’s a range of support available.

2. Long-term actions against burnout

That initial interaction is important. And help like ‘take the rest of the week off’ is most likely welcome, but it’s not the whole answer employees with burnout need. It’s like using a plaster to cover a wound that needs stitches. It covers things up, but it's not going to heal properly.

Organisations are increasingly looking at the range of support they can offer employees who suffer from burnout. If you recognise the signs of burnout in an employee, it’s time to think about and discuss what you can do together to dig out the root causes for that individual.

This includes things like:

Encourage open communication

Actively create a safe environment where employees like them can discuss their stress levels, workload and concerns – without fear of negative consequences. They need to know they can discuss feelings of burnout in the workplace with the people who can help change things for the better.

Promote work-life balance

Take notice of how much work-life balance your employees achieve and:

  • Enforce taking breaks
  • Ensure all vacation days are booked and taken
  • Don’t pile on additional work, if the expected workload has been achieved. This behaviour from management leads to overworking and the uncertainty of ever-changing parameters.

If you don’t step in when their work-life balance is off-kilter, it’s a tacit agreement that work should be prioritised over all else.

For example, if you see someone consistently working late, ask them why. Tackle the issues that make them feel they can’t leave things until the next day. Maybe offer help to prioritise their tasks.

This demonstrates to staff that you don’t expect them to behave this way – that you’d prefer them to have a healthy balance.

Offer flexibility

As much as possible, offer flexible working hours or remote work options. Of course, this isn’t possible for lots of businesses, simply because of how they operate. But sometimes just flexible start and finish times to the working day can make a huge difference to your employees.

For example, reducing stress for those doing the school run by saving them money on breakfast and after-school clubs, and decreasing the rising tension of ‘getting there on time’ during the daily commute.

Showing empathy and giving a practical solution in this way helps bring stress levels down and helps prevent burnout. Really the question should be, ‘Is there any reason not to offer flexible or remote working?’

Redistribute workloads

Keep an eye on how workloads are distributed across and within teams. Be particularly vigilant for individuals who are taking on too much. Tasks need to be delegated fairly and with realistic expectations of outcomes.

If workloads are consistently too much for the number of employees, either reduce the workload or take on more staff.

Set clear expectations

You can’t know you're being successful at work if you’re not sure what you’re aiming at. Make sure employees are crystal clear on their roles, responsibilities and the outcomes you expect from them. Clarify priorities within their task list. This helps them understand where to direct their focus, especially if things get overly busy.

Provide resources for stress management

It’s a great idea to include a resources section within your Mental Health Policy. Some companies provide internal support, like:

  • Counselling services
  • Wellness programme
  • Stress management workshops
  • Meditation classes
  • Gym memberships

It’s also a good idea to include external sources of support that are available, that you don’t pay for. Things like: wellness apps, online learning, local classes, and numbers for various helplines that tackle specific issues.

Different people have different ways of managing stress. So it makes sense to curate the broadest range of available resources possible. That way all employees will find something useful.

Encourage professional development

Do your employees often stay in the same role, doing the same job for long periods of time? Some people are totally happy with that position. Others begin to feel like they’re stagnating, which is often the start of burnout.

To make sure everyone has a sense of purpose and feels like they’re growing at work, facilitate professional development. Training and mentorship are obvious options, but also ask them if they’ve seen anything they’d like to pursue that you can help make happen.

Foster a positive work culture

No, this isn’t as easy as it sounds, we know. But the culture of an organisation starts at the top. Promoting a positive work culture means you:

  • Celebrate achievements
  • Thank people for their effort, as well as their work product
  • Value people’s individual skills and personalities by openly acknowledging their ‘soft skills’ contributions
  • Always use respectful language and appropriate tones of voice
  • Collaborate with other colleagues and recognise the part teamwork plays in the organisation's successes

You are the example to everyone else in your organisation. If you regularly do these things, others will take your lead and you’re more likely to create a positive work environment that keeps workplace stress and burnout at bay.

Lead by example

One way to bolster honest communication is to talk about your struggles with work-life balance, previous colleagues, clients, your mental health, or recurring physical health issues. You also need to model healthy work habits, like taking breaks and leaving at a reasonable time.

This is not the time for ‘do as I say, not as I do.’ Show the importance of balance by sticking to the same rules as everyone else, maintaining your own boundaries, and truly leading by example. If you’re leaving when you said you would, it’s OK for them to leave at the appointed time, too.

Provide time for recovery

Have a recovery plan specifically for burnout. Encourage the individual to recharge during some time off, then perhaps have a staggered return.

This might look like part-time hours for the first couple of weeks before they go back to full-time hours. Or perhaps they return to full-time hours, but you adjust their workload to avoid instant overwhelm.

Regularly check-in

Make sure you regularly check in with employees who have returned after being burnt out. Things rarely resolve immediately, overnight. Keep the dialogue open and make any necessary changes for long-term support.

Professional burnout and mental health training for employees

You’re not on your own. Managers everywhere are implementing strategies to prevent burnout and support systems for employees who are suffering from the syndrome.

Resilient People can help with various training packages and continued support that’s specific to your organisation's needs.

These are just some of the options you can choose from:

  • Aware: Half a day, for all staff, to raise awareness of mental health issues in the workplace
  • Thrive: Half a day, for all staff, equip everyone with the knowledge to spot the signs of potential mental health problems and know what steps to take
  • Respond: Full day, for managers and team leaders, delivers a foundation of mental health, psychology and well-being knowledge for you to take back and apply in a holistic approach to mental health in the workplace.
  • Mental Health First Aid: 2 days, accredited, trains designated people to be mental health first aiders
  • Trauma Risk Management: 2 different courses, 1 for practitioners that lasts 2 days. 1 for managers that takes 3 days. Specific training on how to deal with trauma in the workplace.

Give us a call today and we’ll figure out what’s best for your team.

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11 practical ways managers can support employee mental health

Employers can be such a force for good in the lives of their employees. But with so many individuals to take care of and the responsibilities of legal compliance, this can weigh heavily on management’s shoulders.

This list of 11 practical things to support employees’ good mental health is a useful place to start to share some of that load.

Why mental health is so important for your company

Deloitte’s fourth report, ‘Mental health and employers: the case for investment’, contains some interesting findings that illustrate why employee mental health is important to employers.

The bad news first:

  • Cost of poor mental health to UK employers is £51bn per year (Down from £55bn in 2021)
  • Presenteeism is the biggest element of this statistic, costing employers £24bn
  • Absence due to sickness cost £7bn
  • Staff turnover costs £20bn
  • Working parents' worry over their child/ren's mental health costs employers an additional £8bn, on top of the £51bn

The good news:

  • 64% of 18-24 year olds say their overall mental health is good
  • 58% of all respondents say their mental health is good or excellent
  • Employers can get an average ROI of £4.70 for every £1 spent on employee mental health and wellbeing

Research author and Deloitte partner, Elizabeth Hampson concludes:
“Employers are increasingly putting mental health and wellbeing at the heart of their business and providing effective mental health support for their people. The benefits of providing targeted support for employees are clear and compelling.

“Employers need concrete evidence to make informed decisions about how to invest in workplace mental health programmes and maximise benefits, including financial returns. We hope to inspire employers to take stock of the importance of their people’s wellbeing and mental health and put in place effective interventions to support their people, including working parents.”

Managers should focus on creating a nurturing work environment where individuals can be honest and receive appropriate levels of support.

It’s clear that prioritising mental health support isn’t just crucial for individuals to thrive, but also for businesses to be as productive as possible.

11 practical things you can do to support employee mental health

If someone breaks a bone, there are standard treatments that work for everyone. This isn’t the same for mental health and work-related stress issues, which makes it a bit trickier to navigate.

Each employee is different, will react to the same situation in different ways, and will need the right kind of help for them. Your approach needs to be flexible to allow for the individual humans that are attached to the payroll numbers.

There are a range of different types of interventions and support that you can offer. No one’s expecting you to become an expert in mental health. Just curate a good range of support, so you can point people to their options and find the best thing for them.

You and your managers need to know your employers as people - at least, as much of themselves as they usually share at work. Then you’ll be in a better place to recognise any signs of mental ill-health and they know you’re someone who listens without judgement.

Here’s how to create a mental health safety net for as many of your employees as possible.

1. Regular check-ins with employees

Make talking about workplace challenges and overall well-being the norm in your organisation. Schedule regular meetings with your employees to discuss exactly these issues.

To encourage employees to trust you with their honesty, you need to put listening at the top of the agenda. It’s a risk for people to reveal negative emotions about their workplace, to their management. There’s a real fear of repercussions, or personal judgements, that impact their ability to make a living.

You need to be consistent in your approach and meet each individual where they are right now. Hearing their concerns and empathising with their feelings is one way you can get a truthful picture of your real workplace environment and how your people are actually doing, in themselves.

2. Promote a healthy work-life balance

There are all kinds of practical adjustments you can make for your employees to promote a healthy work-life balance for everyone. Of course, it depends on the type of work, but you can consider options like:

  • Remote work – where everything can be done on screen
  • Flexible hours – like variable start/finish times, rather than a rigid 9 to 5 workday
  • Compressed workweeks – where all the work still gets done in, for example, 4 days instead of 5

It’s important to make sure that all managers and supervisors ensure that everyone gets their regular breaks at reasonable times. Also, monitor holiday usage to make sure all employees take their holidays within the agreed dates, so they have adequate time to recharge.

You should never contact employees outside their working hours unless there’s an emergency situation. Or, if you prefer to send emails at night, make it very clear that you don’t expect them to be read until employees are at work.

Lead by example

If it’s appropriate, be vulnerable and discuss your own need for work-life balance. Maybe even share that you learned this the hard way and don’t want to see anyone else stumble down the path to burnout.

What do you do to keep your work-life balance on an even keel? Talk about what you do in the evening, at the weekend, on holiday – really lead by example. Being real with your employees cultivates their trust and improves their connection to you at a human level.

3. Provide mental health resources and policies

Your mental health policy needs to be a living document that adapts to new research, laws, and changes in your organisation. Ideally, employees feel a sense of ownership over the mental health policy because they had some input in its creation.

Your policy will make it clear to everyone where they can get support, inside and outside your organisation. Include as wide a variety of resources as possible, so all individuals can find what best suits them.

Depending on your organisation, these may be internal resources that are delivered onsite, or external resources that are local or digital such as:

  • Counselling services
  • Mental health professionals
  • Wellness days – that offer a range of wellbeing strategies
  • Other support services - that advise on broader issues that affect mental health, like Citizens’ Advice
  • Mental health hotlines – company-run ones specific to your industry or a particular issue (like addiction), generally available phone lines like The
  • Samaritans
  • Local workshops
  • Wellness apps – like sleep meditations
  • Online courses that offer support with wellness or mental ill health issues, like anxiety

4. Create a supportive work environment

Sounds so simple, doesn’t it? ‘Create a supportive work environment.’

Your organisation’s work environment is generated by the personalities and behaviours of each individual employee. And they might have different definitions of what ‘supportive’ actually means. That’s what makes it more complex.

Your role as a leader is absolutely crucial in defining what a ‘supportive environment’ means and how seriously you take it.

This includes:

  • Having clear definitions of bullying, harassment, and discrimination
  • Acting immediately when any negative behaviours occur, making sure policy is practised
  • Making people feel included by carefully taking different viewpoints into account when making decisions. For example, do social events always revolve around alcohol? Is that putting some people off attending?
  • Regularly monitor and makes changes to alleviate identified areas of workplace stress
  • Trust your staff to do the work you’ve hired them to do – don’t micromanage!
  • Model healthy behaviours yourself, like asking for help, changing your mind when presented with new evidence, and taking lunch breaks.
  • Listen carefully to what employees consider a ‘supportive environment’.

5. Provide training and education

Organisations often bring in experts in mental health training and education. This might be to support managers, specified mental health advocates, or all employees with their knowledge and understanding of mental ill health impacts at work.

When you’re deciding on the right type of training for your workforce, it’s wise to involve them in the decision-making. Well-intentioned, free-but-compulsory yoga sessions may be a great de-stressor for some staff, but actually cause others to feel more tense.

Start with an audit of what your staff needs – from your point of view as management and theirs as employees.

You may see that employees need space to explore how to discuss mental ill health and not be afraid of ‘saying the wrong thing.’ So you bring in a mental health expert to help define appropriate language and discuss how different mental illnesses present themselves.

Employees may individually identify time management as something they’d like to improve on, so it makes sense to organise training for time management skills.

If you invest a training budget into things that improve mental health, you’re showing your employees how much you value their well-being.

6. Set realistic goals and expectations

You need to reverse engineer your processes to make sure that goals are in alignment with what can realistically be achieved in the time constraints. Burnout results from too many goals that aren’t achievable within set deadlines.

  • If employees are expected to deliver on a number of tasks, be clear about what should be done first.
  • Always make sure your instructions are clear – to your employees – before any work begins.
  • Applaud questions. Make sure employees know that questions are expected and should be asked immediately. This ensures individuals can check their understanding of what’s expected of them at all times.
  • Clear feedback. If something’s not quite right, give specific feedback and an example of how it needs to be done in the future.

To really be certain that your systems and goals work together, do a task yourself with the same parameters you set for your employees. You’ll immediately see where bottlenecks and hurdles arise and can test if deadlines are genuinely realistic.

7. Encourage social interaction

Nobody wants to participate in ‘forced fun’ with their colleagues. So that’s a good ‘first rule of work socials’ – they’re optional and there are no repercussions for not attending.

It's great to help employees get to know each other as people, as well as colleagues, and there are so many great options outside of ‘Fridays at the pub after work’.

  • Team challenges or problem-solving experiences on training days – yes, that would include escape rooms!
  • Volunteering for a particular charity
  • Random food-based informal events in the staffroom – like a doughnut delivery or chippy lunch order
  • Entertainment venues in your local area: sports, theatre, comedy club, music
  • Ask your staff, they’re bound to have loads of suggestions!

8. Recognise and appreciate employees

Simply acknowledging everyone’s part in the success of the company is a huge morale booster for your staff. Include all levels of employees in quarterly updates that show how everyone’s work contributes to wider business goals.

There’s plenty of scope to give specific positive feedback to individuals during private conversations, especially official reviews. But why not make their attributes, improvements and successes public?

Anything from a traditional ‘employee of the month’ scheme, to bigger reward programmes that celebrate outstanding employee performance.

Accentuating the positive is just as important as supporting in times of difficulty. It acknowledges the value of each person and increases the visibility of individuals. This strengthens the trust needed to ask for help with mental health, or any other, issues.

8. Be mindful of mental health indicators

There are lots of different signs that may indicate that someone is struggling to maintain good mental health. Things like changes in mood, withdrawal from usual levels of social interaction, decreased productivity, and increased absence can be caused by mental ill health.

It’s a good idea to combine your knowledge of your employees with training for mental health first aid. This will give you more information and confidence to intervene, have the necessary tricky conversations, and signpost the right support. Always have this type of conversation in private and keep its contents confidential.

10. Provide opportunities for growth

People can display signs of presenteeism and give reduced effort if they feel they’re stagnating in work. You can take a really holistic approach to your employees and build your company’s future with them – embedding a sense of purpose and growth.

What does this look like? Encourage staff to suggest conferences, courses and workshops that they want to go on as part of their CPD.

Actually talk about their career path and the opportunities they have in your organisation. Consider if you can offer cross-training or mentorship programmes from your in-house experts.

This positive, proactive attitude keeps people engaged with their job, encourages their talent, gives them a sense of ownership over their career and presents a hopeful view of their future in the workplace.

11. Offer trauma support for difficult situations

Some jobs, like those in construction and agriculture, come with the expectation of experiencing or witnessing trauma. Often this is around life-changing accidents or deaths in the work environment.

Trauma-informed workplace training is essential for any business in this position. It lays preventative groundwork that’s invaluable for your team, should they need to process trauma in the workplace.

But even in industries that aren’t used to more frequent traumatic events, TRiM training is a really important way to understand how to manage trauma in the workplace.

Traumatic events happen unexpectedly, to individuals and groups of people. By investing in this level of training, your employees are equipped to support each other and themselves should the worst happen.

Improve employee mental health with Resilient People training

Supporting good mental health is great for your employees and your bottom line. Some of these practical strategies will be quick and easy for you to implement – and you’ll probably have some of them in place already.

For those that are outside your areas of expertise – like Mental Health First Aid and TRiM training – we’re here. Contact us to talk about what’s best for your people.

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5 common problems with MHFA training (and how to avoid them)

You’re a caring, forward-thinking person who sees the importance of investing in good employee mental health. But you don’t want to waste that investment on the wrong thing for your people.

The range of options is already somewhat daunting, and workplace mental health provision is an ever-growing market. Let’s look at the 5 most common problems with MHFA training and how partnering with an established expert helps you avoid them.

Why is mental health first aid (MHFA) training so vital in the workplace?

Our mental health is just one part of our overall health – and we all know how important it is to have a healthy workforce. Tackling mental health issues in the workplace is more difficult because it’s a relatively new topic of open discussion.

Generally, there’s a lack of knowledge about mental ill health and some stigma still attached to people dealing with mental health issues.

Taking care of mental health in your organisation can have a significant positive impact. Only paying lip service to tackling mental health issues in the workplace has huge costs to your individual employees, your workplace culture, and your bottom line.

These figures are from Deloitte’s fourth report, ‘Mental health and employers: the case for investment’:

Individual employees

  • 63% of employees feel at least one of the three main symptoms of burnout
  • 24% of respondents are diagnosed with a mental health condition

Workplace culture

  • Presenteeism costs UK employers £24bn every year (Staff turnover costs £20bn)

Overall business

  • Cost of poor mental health to UK employers is £51bn per year
  • Absence due to sickness costs £7bn

Startling figures. And that’s just one report’s findings.

How much do you lose to absenteeism, sickness, presenteeism, and recruitment costs?

What is mental health first aid training?

Like any medical emergency, you need to know that your workplace is kitted out to deal with mental health first aid situations. Mental Health First Aid Training is an internationally recognised, accredited course. The idea is the same as a designated ‘first aider’ for physical health situations – each workplace has an appropriate number of MHFA-trained employees.

During the 2 days, attendees are given the tools to recognise and support mental health issues among their colleagues, including:

  • Deeper understanding of mental ill health and what stressors impact well-being
  • How mental health issues manifest themselves in the workplace, and how symptoms and triggers are different for each individual
  • Develop useful skills that underpin their confidence to support someone with mental ill health – like active, non-judgmental listening
  • Knowledge to signpost the most relevant support

Mental health first aiders become touchpoints for mental health information and immediate support during a workplace crisis across your organisation.

But not all MHFA training is created equal. As discussions around extending the legal requirement to compulsory MHFA training continue, so does the list of potential training programmes on offer – as the market becomes more lucrative.

It’s essential that you check your provider is following the licensed MHFA England programme.

It’s absolutely critical that you get the right training for your people, in your context. And understand that mental health first aid is only one part of creating psychologically safe workplace environments.

These are 5 common problems that you face when implementing MHFA training in your organisation.

Problem 1: One-size-fits-all training

By definition, MHFA England training courses follow a set curriculum. They’re limited by time – and only so much can be covered in 2 days. They are a solid overview of mental health issues in the workplace.

But each workplace has distinct dynamics and challenges – like managing stress, organisational change, and building resilience. These factors can vary significantly across industries; for example, doctors, construction workers, and traders all face very different stressors.

Due to the nature of the MHFA programme, it’s not always possible to address complex mental health issues and specific situations. Without a full, customised package of mental health training, this standardised course risks providing only a surface-level understanding of mental health, potentially leading to misconceptions or an inability to address nuanced workplace issues effectively.

How to avoid it

You need to ensure that you don’t stop at MHFA training. See it as a brilliant starting point for a fuller programme of mental health education for your staff.

Good MHFA trainers will be able to discuss your specific workplace needs and suggest further provision that suits your organisation. You should ensure that they have the expertise to address a range of mental health conditions and be able to signpost high-quality, ongoing for your staff (just like we do at Resilient People).

Problem 2: Seeing MHFA training as a ‘tick-box’ exercise

You know the various legislation you need to comply with, underpinned by: “It shall be the duty of every employer to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all his employees.” (Health and Safety at Work Act 1974.) And you’ve got the shelf/desktop full of HSE folders to prove it!

But if you treat MHFA as another formality, another tick box to complete, it’ll be entirely obvious to your staff. Only considering mental health as a legal necessity is not the same as genuinely investing in something you recognise as important.

MHFA training is a conversation starter that establishes a baseline of mental health first aid knowledge. Yes, this raises awareness and provides a basic level of peer support. But you’re not going to see the attitude shifts, reduced stigma, or create an inclusive workplace culture change you want without enabling deeper understanding.

How to avoid it

There are so many ways you can support your employee's mental health that makes them feel genuinely cared about. A standalone, MHFA ‘toolbox talk’ won’t cut it – in any industry. Partnering with a workplace mental health expert gives you the opportunity to find the right initiatives for your people.

We can help you do a mental health risk assessment and prioritise investment in the most valuable resources – whether that’s trauma-informed workplace training, or wellness days at a local spa.

What’s most important is that your employees feel that you see their mental health as an ongoing priority, not just another bit of statutory compliance.

Problem 3: No follow-up training

Skill-fade is real! MHFA training is a starting point for your attendees. They’re great for raising awareness and generating confidence to discuss difficult issues. But skills learned in a single course can fade over time, reducing the long-term effectiveness of training.
These brief sessions lack the continuity needed for employees to develop a deeper understanding of mental health, or to feel fully equipped to support colleagues with ongoing challenges.

How to avoid it

Develop a plan for comprehensive, ongoing training that allows for reflection, discussion, and reinforcement to keep knowledge and skills fresh. Yes, this is harder than it sounds! This is why we offer follow-up personalised training and support as standard.

Problem 4: No additional support for mental health first aiders

It’s one thing to learn about mental health issues, in theory, on a course. It’s another thing to deal with those situations with real people. The whole idea is that people can approach your mental health first aiders to get help when they’re in a time of distress, even crisis. They listen non-judgmentally and see their pain as an initial source of comfort.

This can be as distressing as witnessing a physical accident or injury, leaving them feeling stressed, anxious and overloaded by the emotional outpouring. If they feel unsupported, there’s every possibility they feel a negative impact on their own mental health. And that’s the last thing anybody wants.

How to avoid it

Pre-emptive, joined-up thinking is crucial here – which a good mental health training provider will advise on. You’re asking employees to take on an extremely responsible role by being a mental health first aider. They need to know that they’re part of a system that includes guardrails for their actions and support to process what they experience.

This means having policies and procedures in place that support their role. For example, confidentiality is an important expectation of any employee sharing their thoughts and feelings.

But mental health first aiders need to know that there’s also an expectation that this will be broken if someone reveals suicidal ideation or plans. You should have a process in place that details exactly what they should do if this situation arises.

Aside from such extreme situations, your first aiders need to know where they can regularly access mental health resources and share their experiences through networks of support or debriefs with HR.

Problem 5: Not integrating MHFA training within the company culture

Training a couple of your employees to be mental health first aiders is not going to make a great deal of difference to your organisation if:

  • Management doesn’t participate in any ‘mental health’ training or discussion – maybe they don’t want to reveal a perceived weakness by association? It’s for everyone else, not them
  • Anyone expressing any feelings is met with ‘banter’ as the response
  • People don’t discuss anything related to burnout, workplace stress or trauma, for fear of management taking it as criticism – or that they can’t do their job

These are just a few examples of company culture that doesn’t nurture good mental health. If your work environment or policies don’t align with MHFA training, it’s going to be nearly impossible to implement in practice.

How to avoid it

Make your MHFA training, and entire mental health strategy, fully inclusive. From management to contractors, everybody needs to be involved in holistic training in order to make sure everybody reaps the benefits.

Training that’s perfectly matched to your company culture is the way to get complete buy-in to good mental health support. Not just a couple of people sent on an MHFA training course to tick the ‘mental health box.’ But professionally directed, ongoing training that builds a healthy workforce – and bottom line!

Get comprehensive MHFA training and ongoing support for your team

There’s a huge range of MHFA training within an expanding workplace mental health market and it can be challenging to find the right fit for your team. By partnering with an established expert, like Resilient People, you can avoid the main issues with MHFA training.

Your full mental health training strategy will be tailored, relevant and impactful in your organisation – helping you develop a healthier, more resilient workplace culture that’s better for your people, and better for your business.

Give us a call today to discuss kicking off your mental health strategy with MHFA training.

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